This could apply to many things
The first 100 days in 2020
The first 100 days as a Director
The first 100 days in a new career
The first 100 days as a Non-Executive Director
The first 100 days being self employed
The first 100 days retired
Whatever the first 100 days are for, it is a good idea to have a plan. On the back of that plan it is also important to act and make sure you have an impact (except for retirement when the opposite might be relevant)
As the first 2 minutes (or less!) is so important when meeting somebody for the first time, so the first 100 days are vital in a new job. It is estimated that around 40% of newly promoted executives fail within 18 months either by underperforming, or by moving on voluntarily or involuntarily.
Until you are in this new role, your understanding of what needs to be done can be very misplaced. It is important to spend some time researching, talking to employees and customers, to fully understand the culture of the company and how successful it really is. – Many years ago, I was offered an MD role which had tremendous potential, but it was only after being in position for the first week that I realised the immense challenge I had over the next 18 months.
- So very early on you need to gain clarity. What are the issues. What will be deemed successful and how much change is needed?
- As I found out, expect the unexpected. The legacy issues left for me were whether we could exist for the next month, never mind the first 100 days.
- Listening to many people at the different levels in the organisation and working out for yourself what is the real situation.
- Evaluating who is part of the problem and who is part of the solution – half of my Director’s team weren’t there a year later
- What is the culture of the company and does it need to be changed? I had to start again with new values and making sure that everybody understood them and acted up on them – this takes some time
Depending on what the first 100 days you are focusing, will determine the different issues and solutions you will face. The key part is to assess the situation, have a plan and act on it, and removing any obstacles in the way
Not having a plan
Jumping in too quickly
Not having the backing of key stakeholders
Not achieving key objectives
Not bringing the team/bosses with you.
I accept that the first 100 days in retirement are very different from the other categories mentioned. They are probably even more important as retirement is normally the biggest transition you will make in your life and there are other people’s considerations to bear in mind.
Onboarding coaches who support executives get the best possible start for themselves and for the organisation. Head-hunters and recruitment consultants should be using coaches to make sure they get paid, as normally executives need to last 6 or 12 months for that to happen.
I believe this form of coaching can benefit you in all of the above categories. Coaching helps you to gain clarity. Coming from a different perspective gives you different options, helps you have contingency plans for the unexpected and in many cases gives the coachee confidence at a time when they are going through enormous change.
So, if you fit any of the above categories and you want the improved likelihood of success, get in touch with me at firstname.lastname@example.org or visit my website www.nvwsolutions.co.uk